The Acquisition Handbook

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Jargon BusterAcceptanceA process, under the control of the DEC as the Acceptance Authority,confirming that the users’ needs for military capability have been metby the systems supplied. There are two formal stages, SystemAcceptance and In-Service Date.AcquisitionThe process of requirement setting, procurement management,support management and disposal, implying a whole-life approach todefence capabilityAcquisition CompetenceFrameworkA comprehensive Framework of the competences required for thoseworking in acquisition. The Framework comprises Behavioursexclusive to acquisition, and Functional competences, not all of whichare exclusive to acquisition.Acquisition LeadershipDevelopment Scheme (ALDS)A scheme to provide an effective development environment that willsupport military, civilian and Industry acquisition staff who aredeveloping a career in acquisition and who aspire to become a TeamLeader.Acquisition Management System(AMS)An on-line ‘one-stop shop’ website for authoritative guidance,templates, best practice and user expertise relating to defenceacquisition under Smart Acquisition.Acquisition Stream (AS)Those staff, both civilian and military, who wish acquisition to be oneof their career anchors and aspire to develop, or can demonstrate thatthey have developed, the skills necessary to contribute effectively tothe acquisition business.Approval PointEither Initial Gate, at the end of the Concept Stage, or Main Gate, atthe end of the Assessment Stage.Approving AuthorityThe body responsible for approving a project's progress beyond anapproval point. The most senior Approving Authority is the EquipmentApprovals Committee (EAC) which advises Ministers. It comprisesCSA, 2nd PUS, VCDS, CDL and CDP. Most projects are approved atlower levels by other Approving Authorities representing EAC members'interests.Assessment StageThe second stage of six, beginning after a project has passed InitialGate. The IPT produces and baselines a SRD and identifies the mostcost-effective technological and procurement options for therequirement. Risk is reduced to a level consistent with delivering anacceptable level of performance to a tightly controlled time and cost. ABusiness Case is assembled for the Main Gate Approval.46
Jargon BusterAssociate IPT MemberAn IPT member, either full or part-time, providing specialist advice,beyond that covered in the core team, to an IPT and not necessarilyunder the line management of the IPT Leader.Attached IPT MemberAn independent scrutineer, working closely with the IPT usually on apart-time basis leading up to an Approval Point, providing oversightand advice to the IPT Leader and representing the interests of either2nd PUS or CSA.Better Quality ServicesThe guidance for central government departments on the creation ofPublic/Private Partnerships through market testing and contracting out.BreakthroughA twelve-week period in which a new project team looks for ways todo its business faster, cheaper and better. It is a unique opportunityfor a team to examine the way its people work together, theirrelationship with customers and suppliers, and to explore new ways ofworking while developing a culture of continuous improvement.Business CaseThe documentation submitted to the Approving Authority at Initial Gateor Main Gate, making the case for proposed expenditure on the nextstages of the project.CADMIDThe acronym for the new acquisition cycle comprising six stages —Concept, Assessment, Demonstration, Manufacture, In-Service andDisposal — which replaces the Downey cycle.CapabilityAn operational outcome or effect that users of equipment need toachieve.Capability Area Plan (CAP)The plan prepared by the DEC for his or her capability area, recordingthe analysis of the military need, how it is currently met, the resultingcapability gap and how it is proposed to be closed by appropriateresearch and new equipment acquisition. The plan takes into accountaffordability and Whole Life Costs.Capability Manager (CM)The Capability Manager is responsible for managing a group ofrelated capability areas and representing the capability group on theJoint Capability Board.Capability Working Group (CWG)A stakeholder group responsible to a DEC for the development ofstrategy in their area, the consideration of options in the annualplanning process, and the development of specific equipment optionsto meet capability gaps.47
Page 1: The Acquisition HandbookEdition 4 -
Page 4 and 5: ContentsWhat is this handbook for?
Page 6 and 7: The aim of Smart AcquisitionWhat is
Page 8 and 9: The Acquisition CycleWhat are the m
Page 10 and 11: Smart RequirementsSmart Requirement
Page 12 and 13: Smart Requirementsupgrade, and prog
Page 14 and 15: The Requirement SetConceptually, th
Page 16 and 17: Through Life Management Plan (TLMP)
Page 18 and 19: Whole Life Costs and Cost Of Owners
Page 20 and 21: ApprovalsEquipment projects are div
Page 22 and 23: Acceptance and ISDendorse. Thereaft
Page 24 and 25: Measures and Targets and Indicators
Page 26 and 27: Public/Private PartnershipPublic/Pr
Page 28 and 29: Team Working with IndustryPFI will
Page 30 and 31: Team Working with IndustryMOD beyon
Page 32 and 33: Business Tools for AcquisitionIPT/P
Page 34: The Customers and the IPT• Requir
Page 37 and 38: Who is in the IPT?(“dotted lines
Page 39 and 40: Core, Associate and Attached IPT Me
Page 41 and 42: The Acquisition Stream (AS)The AS w
Page 43 and 44: Acquisition Competence Framework (A
Page 45 and 46: Performance ManagementSmall Project
Page 47 and 48: Acquisition Training CellAcquisitio
Page 49: Electronic VersionThis handbook is
Page 53 and 54: Jargon BusterDemonstration StageThe
Page 55 and 56: Jargon BusterKey User Requirements
Page 57: Jargon BusterSystem AcceptanceThe f

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